Table of Contents
2.0 Critically assess the workplace culture of the organization.
2.1 Definition of organizational culture.
2.2 Types of organizational culture.
2.3 Organizational culture practices by Greggs.
2.3 Organizational ethos and values.
2.4 Greggs values and ethics.
3.0 Evaluate an organization within its broader environment using appropriate environmental and organizational analysis techniques.
3.1 External environment analysis.
3.2 Competitive situation analysis of Greggs.
3.3 Internal environment analysis.
4.0 Critically appraise the cultural and ethical behavior present in Greggs.
4.1 Cultural and ethical behavior
4.2 Personal ethical standards, values, and beliefs.
4.3 How Corporate Social Responsibility (CSR) supports business ethics.
Greggs CSR practices.
4.4 How cultural and ethical behavior affects Greggs’s business.
As Edmonds (2017) notes, organizational culture describes the behaviors and values which give innovative psychological as well as the social atmosphere of the company. This assignment explains organizational culture in Gregg’s business. Greggs is a well-known and famous bakery retailer in the UK. Greggs serves lots of people from its 1,764 outlets around the world. In 1951, Greggs was first opened. Greggs became a well-known bakery in the 1970s (Greggs, 2017). However, Greggs offers several types of bakery items and sweet items such as sausage rolls, pies, sandwiches, pastries, and vanilla slices, and doughnuts.
The number of employees of Greggs is about 20,000 as of 2018. The net income of Greggs is 56.9 million pounds and the revenue of Greggs is 960.0 million pounds as of 2017 (Greggs Annual Report, 2017). This assignment firstly evaluates the business workplace culture and how Greggs has been exercising workplace culture in their business. Then, this assignment applies different theories and models to evaluate Gregg’s business environment. Lastly, this assignment evaluates Gregg’s ethical and cultural behaviors.
2.0 Critically assess the workplace culture of the organization
2.1 Definition of organizational culture
Organizational culture is explained as essential assumptions, beliefs, principles, and interacting ways which give to the different psychological and social environment of the company (Alvesson, 2017). Organizational culture contains the company’s experiences, expectations, values, and philosophy which conduct behaviors of members and is expressed the self-image of members, future expectations, interactions with the outside world, and the internal workings. As Schein (2017) notes, culture is mainly founded on beliefs, attitudes, unwritten and written rules, customs that have been improved ultimately and are regarded as legal.
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Organizational culture is the collection of shared assumptions that conduct what happens in the companies by explaining proper behavior for different conditions (Marc, 2017). There are various concepts of cultural understanding, containing beliefs, myths, assumptions, rites, ideas, rituals, values, and identities. Organizations with cultures that have a high value on innovation support their staff to receive the problems and risks and create uniqueness in their job performance (Alvesson, 2017).
2.2 Types of organizational culture
There are major three types of culture. These are described below:
The Clan Culture: The culture has embedded in teamwork. Team members distribute commonalities. Leadership receives the mentorship form, as well as the company, has bound by traditions and commitments (Martin, 2016). The key values are embedded in consensus, communication, and teamwork. A famous clan culture is Tom’s of Maine that is the all-natural hygiene goods maker. In order to make the brand, Tom Chappell who is the founder concentrated on creating reverential relationships with suppliers, customers, and staff.
The Adhocracy Culture: According to Martin (2016), this Adhocracy culture relies on creativity and energy. Staff is motivated to receive risks and leaders are observed as entrepreneurs or innovators. The company has seized together by experiment with the concentration on individual freedom and ingenuity. The major values rely on agility and change.
The Market Culture: The market culture has made on competition dynamics and gaining actual results. The focus of this culture is goal-oriented with the leaders who are demanding as well as tough. The company has combined with the general goal to do well and to beat all the competitors. The major value drivers are profitability and market share (Martin, 2016). The market culture example is software giant Oracle under hard-driving Executive Chairman Larry Ellison.
The Hierarchy Culture: As Martin (2016) notes, the hierarchy culture is established on control and structure. The environment of working is recognized with severe organizational methods in position for management. Leadership is established on monitoring and organized coordination with the culture concentrating predictability and efficiency. The values contain uniformity and consistency. Create stereotypical large, bureaucratic organizations, for example, the Department of Motor Vehicles, McDonald’s.